If you achieve each component of each pipe line passage stage systematically, you effect a response in other managers that enables you to move to the next management level. However if you are allowed or encouraged to jump to different management levels before demonstrating full competency in components at a lower management level, does this create a compromised management role? If so how then do you balance building a potential managers skills and strengths, by empowering them, yet giving them realistic projects that they can achieve, without limiting them to the level of their weakest skill?

Wanting to Run Before I Could WalkRaymond LeMieux, Other, United StatesI would think it does create a compromised management role or a "learning manager". To balance this you have to first understand why you are delegating? Are you delegating just to get the job done? Are you delegating to identify skills, development etc.Some factors while you are delegating tasks to this new manager:
- What is your and the organizational tolerance towards failure?
- What is the risk of failure occurring and is that risk acceptable?
- When failure occurs (and it will to some degree) what is my willingness and ability to provide damage control and coaching support.
- Do I have a professional development path established?
- Have I conducted a gap analysis to identify the needed skills?
There's more but I think this should help get you started.